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Organization theory perspectives
Theory of organizations
Theory of organizations
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"Organization theory deals with the formal structure, internal working, and external environment of complex human behavior within organizations. As a field spanning several disciplines, it prescribes how work and workers out to be organized and attempts to explain the actual consequences of organizational behavior (including individual behavior) on work done and on the organization itself."(Gordon and Milkavoich, 147) It has been evolving for centuries on how should work be done in the public administration and how the organization should be. "Research findings have emerged about what motivates workers and how different incentives affect various tasks, employees, and situations; and the environments in which they operate." (Gordon and Milakovich, 147) Even with all those research statistics and different modes of thought toward organization there are still situations in which the rational approach to public decisions does not help. For instance, what if the environment is instable and has no guidelines or precedents to follow? In the case of Israel, improvisation has changed the organization of public administrations, uprooted the conventional models for policymaking, and strayed off from the Weberian model of administration. This kind of improvisation is the product of "cultural and personal predilections and environmental circumstances,"(Sharkansky and Zalmanovitch, 1)
The use of improvisation is dependent on the culture and the environment in which policy decisions are made. For example, the use of improvisation is found more so in Spanish managers. Why? "Spanish mangers express an explicit preference for spontaneous, improvised managerial style over the methodical and formal planning favored by their American, Eng...
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... from the inability to implement policy, or itself be the policy, as in the case of building housing quickly for immigrants. It can be guided by an overriding vision." (Sharkansky and Zalmanovitch, 7)
Improvisation has the ability to arrive to conclusions or actions in an expedient and ingenious way when there are no other alternatives available. It is a means of avoiding stagnation. It is useful when there is uncertainty, few precedents, reliable resources or protocols, few facts and suitable routines; "when there is little way of evaluating the relative efficacy of the various alternatives; and when there is pressure to act in a short time or with resources that appear to be sufficient. Modern organizational theory can only go so far to solve public administrative problems, but with creative thinking such as improvising more can be done for the community.
Today, many operational managers are adopting this concept within their organization with goals of constantly improv...
Define consequentialism, and explain why act utilitarianism is a form of consequentialism. How does consequentialism differ from rival approaches to ethics? Do you find consequentialism to be a plausible way of thinking about right and wrong? Explain your answer.
Gibson, J., Ivancevich, J., Donnelly, Jr., J., & Konopaske, R. (2012). Organizations: Behavior, structure, processes (14th ed.). New York: McGraw-Hill/Irwin.
Lindblom, C. E. (1959). The Science of “Muddling Through”, Public Administration Review, 19(2): 79 – 88.
McShane, Steven, and Mary Ann Von Glinow. Chapter 8: Decision Making and Creativity. PRIMIS MNO 6202: Managing Organizations. 2004. The 'Secondary' of the 'Secondary' of the 'Secondary' of the 'Secondary' of the 'Secondary' Reprint of the book.
.Gibson, J., Ivancevich, J., Donnelly, Jr., J., Konopaske, R. (2012). Organizations: Behavior, structure, processes (14th ed.). McGraw-Hill. ISBN: 978-0078112669.
...ice of public administration will continue to change with the further advances in society. Already there are many of issues that tomorrow’s public administrators will be dealing with. These issues will be varied and complex and will concern the ongoing development of computers, possible advancements in health care and science, and even major social and legislative shifts.
Since its emergence as a field of study, there have been some important contributions to public administration. Its goal has always been to improve productivity which then improves workplace performance. All of the contributions have been aimed at completing the work with the highest level of efficiency and at the lowest cost.
Organizational behaviour is the understanding of individual and groups’ behaviour and patterns of structure in order to help improve organisational performance and effectiveness. However, the application of organisational behaviour and effective management of people at work take place in the context of wider environmental setting, including the changing patterns of organisations and work enhances the performance of employee. Furthermore, For the purpose of this assignment the approaches to understanding the nature of organisations will be reviewed in relation with my chosen paradigm and also the writer will be providing recommendations for my chosen organisation.
Traditional public administration is traced back to the works of scholars like Max Weber, Woodrow Wilson and Fredrick Taylor. This form of administration was mostly influenced by Max Weber with his bureaucratic model and theory. Max Weber was a well-known sociologist born in Germany in the year 1864. He came up with his bureaucratic model as a way to try to improve management in organizations. ‘Weber emphasized on top-down control in the form of monocratic hierarchy that is a system of control in which policy is set at the top and carried out through a series of offices, whereby every manager and employee are to report to one person in top management and held accountable by that manager’ (Pfiffner, 2004, p. 1).
She conveys that business administration should avoid troublesome internalization by using an integrative technique. Unfortunately, Follett does not elaborate further on the context of what might this integration method appear to be. She changes the direction of her focus back onto the preparation of giving orders. Now, giving orders is a significant component to management but Follett should have provided additional information revolving the integration of management and the giving of orders. Fairholm suggests, “they misunderstand the evolving nature of authority derived from changing social structures, and because they have missed opportunities to tie in research procedures and focuses from intellectual interests such as psychology, sociology, history, and political science, not just scientific management, Weberian bureaucracy, and the like.” (Fairholm. 2004). Follett provides psychological perspectives, however maybe she misunderstands other perspectives, why further development is needed for her to examine. Follett later admits there is additional psychological, learning about the development of habits and the preventative measures of giving orders greatly surpasses than what she can explain in this article. It would be interesting if, she has examined and considered other theories and philosophies surrounding giving orders and
Schermerhorn, J., Hunt, J. G., & Osborn, R. N. (2005). Power and politics organizational behavior. Chapter 12: Power and Politics. New York: John Wiley & Sons, Inc.
In particular it is not the sum of individual creativities neither can it be determined or found out. An organisation’s creativity reflects in the condition’s in which the organisation is or the way organisation has evolved and is growing.
Organizational behavior (OB) is the actions of people behavior at work (Robbins, Stephen P., 2012) and how their actions affect the organization’s performance (Robbins, Stephen P., 2013). And it is “a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness” (Robbins, Stephen P. 2013, p. 10). In the late 1700s, Robert Owen (1889) was first concerned about miserable working conditions. He proposed the ideal working environment and stated that spending on employees’ training was a wise investment. Chester Barnard (1938) thought that, as social systems, organizations
Huczynski, Andrzej. (2007). Organizational behaviour : an introductory text (6th ed.). Harlow: Financial Times Prentice Hall.